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Buy 5 - 10
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Author:

Christopher Meyer

Author:

Julia Kirby

Best Seller:

FALSE

Classic:

FALSE

Copyright Perm Flag:

TRUE

Educator Message Flag:

FALSE

Exclusive:

FALSE

Pages:

10

Primary Category:

HBR Article

Publish Date:

April 01, 2010

Publish Date Range:

Older than 24 months

Related Topics:

Sustainability

Related Topics:

Social responsibility

Related Topics:

Leadership

Special Value:

FALSE

Subcategory:

Strategy & Execution

Subject:

Strategy & Execution

SubjectList:

Sustainability,Social responsibility,Leadership

Item:

#R1004A-PDF-ENG

Pages:

10

Publication Date:

April 01, 2010

Product Description

Publication Date:April 01, 2010

Companies have long prospered by ignoring what economists call externalities - the various impacts that a business has on its broader milieu but is not obliged to pay for. (Pollution is the classic example.) Now, claim companies must adopt a very different stance, thanks to growing industrial scale, better sensors, and heightened sensibilities. Increasingly, business impacts are laid at companies' doorsteps. The best companies don't react defensively but apply their energies to mitigating the problems they contribute to. Using an externalities-based framework will help managers deal with rising - and often competing - demands for corporate responsibility in a way that is defensible to all stakeholders.